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The hidden cost of workplace oppression
Beneath the surface of professional relationships lies a troubling culture of psychological oppression, domination, and exclusion. Workplace intimidation remains pervasive and deeply entrenched. Unlike physical violence, this invisible sadism leaves no bruises but profoundly impacts mental health, career progression, and organisational well-being. Alarmingly, such dynamics are not exclusive to male supervisors; women in authority often perpetuate these behaviours, inadvertently upholding patriarchal systems that resist genuine gender equity.
Workplace violence is often narrowly defined as physical altercations or blatant harassment. Yet its most insidious form manifests through psychological harm rooted in power imbalances and gender oppression. This systemic violence festers in environments where dominance is normalised, dissent discouraged, and authority unchecked. It corrodes not just mental well-being but also the broader integrity of workplace culture.
At the core of professional hierarchies lies an unequal relationship between supervisors and subordinates. Supervisors, regardless of gender, often misuse power through harmful behaviours shaped by societal conditioning and organisational structures. Male supervisors may wield psychological violence to reinforce patriarchal dominance, while female supervisors may adopt authoritarian methods to align with patriarchal leadership standards. This misuse of authority, cloaked as “tough love” or “professional rigour,” creates what can be termed “invisible viciousness”—subtle, pervasive, and difficult to challenge.
This harm manifests in various ways: silencing employees, undermining contributions, blocking career advancement, or perpetuating microaggressions that erode confidence. The psychosocial toll is immense, leaving victims grappling with stress, diminished self-worth, anxiety, and depression. These emotional wounds often go unacknowledged, extending far beyond the workplace and impacting broader organisational potential. As long as these behaviours remain overlooked, true equity and inclusion will remain elusive.
Workplace violence is an extension of societal patriarchy. Historically, workplaces were designed by men, for men. Despite progress, gendered power structures persist, with male supervisors dominating not just through overt acts but also through systematic exclusion of women and gender minorities from decision-making, career development, and leadership opportunities.
For women, this psychological violence has severe consequences. Being undermined in meetings or dismissed sends a message that their voices do not matter. Such experiences foster a culture of silence and fear, stifling ambition and creating long-term mental health challenges. Women are often made to feel lucky to have a seat at the table instead of empowered to lead it. This diminishment chips away at confidence, amplifies stress, and fuels burnout, yet it is rarely addressed in workplace policies.
One significant arena for this invisible violence is participation in decision-making. Women frequently find their ideas sidelined or accredited to male colleagues, their expertise dismissed, or their efforts blocked. For supervisees under patriarchal leadership, this violence takes the form of micromanagement, constant monitoring, or outright dismissal of their capabilities. Such domination fosters isolation, silences dissent and discourages victims from speaking up due to fear of retaliation.
Internalised patriarchy compounds these issues, as societal norms pit women against each other as competitors rather than collaborators. Women leaders face a double bind: labelled “too soft” or “too aggressive,” they often adopt harsher leadership styles to prove their competence. Studies show women managers are 40 percent more likely than men to face criticism for their leadership approach, prompting authoritarian behaviours that perpetuate patriarchal systems.
Organisational blind spots further enable harm. Emotional harassment is addressed in only 20 percent of global workplace policies, and accountability is often weak unless scandals emerge. In patriarchal cultures, leadership is equated with dominance, silencing supervisees—particularly women—who are labelled “difficult” for challenging authority. This toxic cycle sustains inequality and undermines workplace well-being.
Despite moral and legal obligations to address workplace violence, existing safeguards are ill-equipped to handle gender-based psychological violence. Policies typically focus on overt harassment, ignoring subtler forms of harm. Worse, reporting mechanisms often retraumatise victims, especially when the accused is a supervisor with institutional backing.
To create truly inclusive and safe workplaces, organisations must adopt a holistic view of violence. Safeguards must extend to subtle oppression, holding supervisors accountable for exclusion, favouritism, or verbal abuse. Anonymous reporting systems, gender-sensitivity training, and external audits are essential to identify and address systemic power abuses.
Real change requires acknowledging the prevalence of psychological violence and dismantling its roots in patriarchal power structures. It is not enough to celebrate token achievements or count women in leadership roles. The real work lies in confronting the invisible barriers perpetuating harm, particularly in supervisor-supervisee relationships.
True gender equality demands more than policies—it requires a cultural shift in how power is understood, shared, and exercised. Only by addressing the systemic violence woven into workplace hierarchies can organisations create environments that foster equity, inclusion, and collective well-being. Without addressing these psychosocial dimensions, the cycle of invisible violence will continue to sabotage the progress we desperately need.